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(Public Pack)Agenda Document for Cabinet, 11/07/2019 14:00

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(Public Pack)Agenda Document for Cabinet, 11/07/2019 14:00 Public Document Pack Janie Berry Director of Legal & Democratic Services County Hall Matlock Derbyshire DE4 3AG Extension 01629 538327 Direct Dial 38327 Ask for Roy Ackrill PUBLIC To: Members of Cabinet Wednesday, 3 July 2019 Dear Councillor, Please attend a meeting of the Cabinet to be held at 2.00 pm on Thursday, 11 July 2019 in Committee Room 1, County Hall, Matlock, DE4 3AG, the agenda for which is set out below. Yours faithfully, JANIE BERRY Director of Legal Services A G E N D A PART I - NON-EXEMPT ITEMS 1. To receive apologies for absence 2. To receive declarations of interest (if any) 3. To consider Minority Group Leaders questions (if any) 4. To confirm the non-exempt minutes of the meetings of Cabinet held on 6 June 2019 (Pages 1 - 14) 5. To receive the non-exempt minutes of Cabinet Member meetings as follows: 5 (a) Health and Communities - 23 May 2019 (Pages 15 - 16) 5 (b) Young People - 4 June 2019 (Pages 17 - 20) 5 (c) Corporate Services - 6 June 2019 (Pages 21 - 24) 5 (d) Strategic Leadership, Culture & Tourism - 10 June 2019 (Pages 25 - 28) 5 (e) Adult Care - 13 June 2019 (Pages 29 - 30) 5 (f) Highways Transport & Infrastructure - 19 June 2019 (Pages 31 - 36) 6. To consider reports as follows: 6 (a) Revenue Outturn 2018-19 - Director of Finance and ICT (Pages 37 - 64) 6 (b) Children's Services Capital Programme 2018-19 Further Allocations and 2019-20 Capital Programme Allocations - Executive Director Children's Services (Pages 65 - 74) 6 (c) Children's Services Capital Programme 2018-19 - S106 Project Allocations - Executive Director Children's Services (Pages 75 - 78) 6 (d) (Children's Services) Care Leavers' Exmployment Opportunities - Paid Internships - Executive Director Children's Services (Pages 79 - 86) 6 (e) Older People and Whole Life Disability Pathway Assessment and Provision of Specialist Professional Services - use of a Non-DCC Framework - Acting Executive Director Adult Social Care and Health (Pages 87 - 140) PART II - EXEMPT ITEMS (Cabinet is asked to consider the exclusion of the public from the meeting for the remaining items on the agenda to avoid disclosure of exempt information) 7. To receive declarations of interest (if any) 8. To consider Minority Group Leader questions (if any) 9. To confirm the exempt minutes of the meeting of Cabinet held on 6 June 2019 (Pages 141 - 142) 10. To receive the exempt minutes of Cabinet Member meetings as follows: 10 (a) Corporate Services - 6 June 2019 (Pages 143 - 144) 10 (b) Adult Care - 13 June 2019 (Pages 145 - 148) 11. To consider exempt reports as follows: 11 (a) Acceptance of Revised Offer: Hurst House, Chesterfield - Executive Director Commissioning, Communities and Policy (contains information relating to the financial or business affairs of any particular person (including the Authority holding that information)) (Pages 149 - 152) 11 (b) Shipley Lakeside (former American Adventure Theme Park site): Accommodation works to facilitate flood alleviation measures to prevent reclassification of upstream reservoir - Executive Director Commissioning, Communities and Policy (contains information relating to the financial or business affairs of any particular person (including the Authority holding that information)) (Pages 153 - 158) 11 (c) Review of Corporate Property Senior Management Team - Executive Director Commissioning, Communities and Policy (contains information relating to labour relations matters) (Pages 159 - 178) 11 (d) Business Services Review - Executive Director Children's Services (contains information which is likely to reveal the identity of an individual) (Pages 179 - 214) This page is intentionally left blank Agenda Item 4 PUBLIC Agenda Item 4 MINUTES of a meeting of CABINET held on 6 June 2019 at County Hall, Matlock. PRESENT Councillor S A Spencer (in the Chair) Councillors A Dale, A Foster, C Hart, T King and J Wharmby. Apologies for Absence were received on behalf of Councillor B Lewis. Declarations of Interest Councillor C Hart declared a personal interest in respect of Item 6(f) on the Agenda by virtue of being a Derby County Football Club Community Trust Board Member. 110/19 MINORITY GROUP LEADERS’ QUESTIONS There were no Minority Group Leader questions. 111/19 MINUTES RESOLVED that the non-exempt minutes of the meetings of Cabinet held on 9 May 2019 be confirmed as correct records and signed by the Chairman. 112/19 CABINET MEMBER MEETINGS - MINUTES RESOLVED to receive the non-exempt minutes of Cabinet Member meetings as follows: (a) Young People – 7 May 2019 (b) Economic Development & Regeneration – 9 May 2019 (c) Highways Transport & Infrastructure – 9 May 2019 (d) Strategic Leadership, Culture & Tourism – 9 May 2019 (e) Council Services – 16 May 2019 113/19 DEPARTMENTAL SERVICE PLANS 2017-2021 (2019-20 UPDATE) (Strategic Leadership, Culture and Tourism) Recommendation of the 2019-20 updates to Departmental Service Plans 2017-21 for approval by Full Council was sought. The Service Plans set out how each department would contribute to the outcomes and priorities set out in the Council Plan refresh 2019-21. The Council Plan outcomes, which outlined what the Council was working towards with partners and local people were as follows: Page1 1 • Resilient and thriving communities which share responsibility for improving their areas and supporting each other. • Happy, safe and healthy people, with solid networks of support, who feel in control of their personal circumstances and aspirations. • A strong, diverse and adaptable economy which makes the most of Derbyshire's rich assets and provides meaningful opportunities for local people. • Great places to live, work and visit with outstanding schools, diverse cultural opportunities, transport connections that keep things moving and a healthy environment for all. • High quality public services that work together and alongside communities to deliver services that meet people’s needs. The five priorities outlined in the Council Plan, which provided a focus for effort and resource, were: • Value for money • A prosperous Derbyshire • Empowered and self-sufficient communities • A focus on prevention and early intervention High performing council services The Service Plans described how departments would work towards achieving the outcomes and priorities set out above. Performance measures were included in the Service Plans, however in some cases baseline and target information were still to be confirmed due to the need for data that was not fully available until later in the year. RESOLVED to approve (1) the 2019-20 update to Departmental Service Plans 2017-21, and (2) the Service Plans for submission to Full Council for endorsement. 114/19 OUTCOME OF THE REVIEW OF THE COUNCIL’S OCCUPATIONAL HEALTH SERVICES (Corporate Services) Cabinet was informed of the outcomes and recommendations of the Occupational Health review. The Occupational Health Service, was identified as one of the early starts under the Enterprising Council approach. There was a mixed model of delivery with occupational health nursing services undertaken in house by the occupational health nursing team and the remainder of the services, including the occupational health physician provision, delivered by external contractors. The counselling function also formed part of the occupational health service, however this function was not considered as part of the review, to be considered as part of the subsequent review of HR & OD. Page2 2 As well as supporting the wellbeing of employees, the occupational health service provided advice around many of the Council’s employment policies. It also played an essential role in the statutory requirement for the Council to have an appropriate level of resource to ensure the protection of the health and safety of the work force under the management of health and safety at work regulations. This resource did not however have to be provided directly by the council and could be commissioned. In parallel with this review of Occupational Health services, Derbyshire County Council’s Workplace Wellbeing Strategy was being developed to bring together all the wellbeing initiatives in place within the council, to highlight areas for development and to identify measures by which the impact of those initiatives could be assessed. The review of Occupational Health commenced with an analysis of the services currently provided, the delivery models in place and the funding and income of the service. Consultation took place with stakeholders including DCC managers, HR teams, Public Health, trade unions and schools who purchased occupational health services. Information had also been sought from other authorities by issuing questionnaires and by accessing the research already undertaken by East Midlands Councils. Further work had then been undertaken to look at potential benchmarking and any appropriate qualitative measures as well as exploring alternatives to the existing delivery model. The structure of the Occupational Health Service within the Council, its budget, costs, charging and income were detailed in the report, as well as for externally commissioned services, the largest external contract being for Occupational Health Physician Services. Consultation with various stakeholders was undertaken, with a summary of the key views and issues fed back to the review contained in the report. In summary, following consideration of the outcomes of the review, the key recommendations were as follows: 1. A comparison between the cost of the in-house service and the cost of sourcing the same service externally clearly indicated that the internal service was competitive. It was therefore recommended that the current mixed model of delivery was retained in the short term as there was little or no operational or financial benefit in either bringing the externally provided services in-house or in moving to an external supplier for the directly employed nursing service. The future structure and function of occupational health services would need to align with and form part of the wider review of the HR delivery model within the council ensuring that supported the Workplace Wellbeing Strategy. The most appropriate longer term delivery model was to be determined at that point.
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